Understanding the motivating factors that influence online employee advocacy by examining the tension between personal and corporate voices at the Communications Authority of Kenya and Brandkings Kenya Limited

Abstract

Employee advocacy is crucial for maintaining a strong reputation and effective strategic communication in the current era of a digitally enhanced work environment. The idea to enable employees as advocates or brand ambassadors has been, over the years, proven to build credibility, trust, and visibility. In Kenya, this shift is particularly pronounced in sectors such as telecommunications and corporate communication; however, there is a lack of research on what motivates employees to advocate online for their employers. This study was guided by three main theories of corporate communication; Agenda-Setting Theory, Reputation Management Theory and Organizational Culture Theory. Adopting a mixed-methods approach (70% quantitative and 30% qualitative), the research examined both intrinsic and extrinsic motivators of employee-driven brand promotion in a digital, reputation-conscious work environment. Stratified random sampling was used in determining the target respondents for the quantitative aspect of the research, and purposive sampling was employed when selecting respondents for the qualitative aspect of the research. Questionnaires were distributed via Google Forms for quantitative survey data collection, while Zoom and Google Meet were used for the qualitative interviews. The study achieved 470 responses; 24 of which could not be used, resulting in a final sample of 446. Both quantitative and qualitative data were analyzed using Excel’s Data Analysis Toolpak. In quantitative data analysis, independent t-tests and one-way Analysis of Variance [ANOVA] were conducted to examine whether there were statistically significant differences in advocacy behaviors across different job groups. Further, qualitative data were thematically inscribed, with transcripts being manually coded in Excel using conditional formatting to identify repeating themes, patterns, and key insights relevant to the dynamics of employee advocacy. To enhance understanding and ensure methodological rigor, the study used a convergent integration strategy. The findings indicate that 91% of employees are actively engaged in social media advocacy. The findings further indicate that stakeholder engagement (r = 0.75) and corporate voice (r = 0.71) have a significant influence on organizational reputation. Key motivator for online employee advocacy includes alignment with company values (31%) and personal branding (29%), both driven by intrinsic and extrinsic factors. It can be concluded that digital employee advocacy enhances brand reputation and fosters stakeholder engagement, emphasizing the importance of strategic support and clear policy. Qualitative insights reveal emotional connection, autonomy, and clear policies as key factors. The study highlights the need for strategic policies, reward programs, and communication training to promote responsible employee advocacy, contributing insights to global and regional digital engagement.